As An HR Manager In A Large Healthcare Organization You Have

As An HR Manager In A Large Health Care Organization You Have Develop

As an HR manager in a large health care organization, you have developed a new reward and recognition program designed to help increase employee motivation and job satisfaction in a specific hospital department of your choice. You may choose either a clinical or non-clinical department. Instructions Based on the course readings and a minimum of four appropriate sources of research, create a 4–6 page executive summary suitable for presentation to senior leadership on employee motivation that includes the following: Determine which department is suitable for the reward and recognition program. Identify a specific goal the employees must work on to be eligible for recognition or to receive the award.

Examples include reducing errors, increasing customer or patient satisfaction, reducing costs. Research a specific motivation theory and determine why this method would be the most practical and effective for this program. Theories such as the expectancy theory, equity theory, goal-setting theory, Management by Objectives (MBO), or the four-prong model of intrinsic motivation. Explain why the selected theory would be the most practical and effective for the rewards and recognition program.

Recommend 2–3 types of rewards and (or) recognition that would be the most effective in motivating the employees to achieve the goals. Create a communication tool for eligible employees announcing the program, rules, and awards. For example, email, newsletter, internal Facebook post.

Paper For Above Instruction

Implementing an effective reward and recognition program within a healthcare setting can significantly enhance employee motivation, satisfaction, and organizational performance. This paper presents a comprehensive proposal for such a program tailored to a specific hospital department, leveraging motivation theories and strategic rewards to achieve targeted healthcare goals.

Department Selection and Goal Identification

Choosing the appropriate department is crucial for the success of the reward and recognition initiative. Given the focus on enhancing patient safety and reducing medical errors, the clinical nursing unit specializing in intensive care (ICU) emerges as an ideal location. ICU staff are directly involved in high-stakes decision-making processes impacting patient outcomes. Therefore, fostering motivation here can lead to measurable improvements. The primary goal for ICU staff under this program would be to reduce medication administration errors by 15% within six months. This goal aligns with patient safety priorities, is specific, measurable, and attainable, and directly impacts patient care quality.

Motivation Theory Selection and Rationale

The goal-setting theory of motivation, developed by Edwin Locke, posits that clear, specific goals enhance employee performance. This theory emphasizes the importance of goal clarity and challenge in motivating individuals to exert effort and achieve desired outcomes. In the context of ICU staff, applying goal-setting theory ensures that staff members have a precise target—reducing medication errors by a set percentage—encouraging focus, persistence, and effort while providing a sense of accomplishment upon goal attainment. Additionally, goal-setting theory is practical in healthcare environments because it aligns with quality improvement initiatives and can be easily integrated into existing performance appraisal systems. Its emphasis on participative goal setting also fosters engagement and accountability.

Recommended Rewards and Recognition

To motivate ICU staff toward achieving the medication error reduction goal, several reward strategies are recommended:

1. Public Recognition: Administratively recognizing staff during departmental meetings or hospital-wide communications reinforces positive behavior and cultivates a culture of safety.

2. Financial Incentives: Offering performance-based bonuses or gift cards upon reaching the target encourages sustained effort and acknowledges individual or team contributions.

3. Professional Development Opportunities: Providing access to advanced training or conference attendance as rewards fosters skill enhancement and professional growth, linking recognition to career advancement. These diverse incentives cater to intrinsic and extrinsic motivation, enhancing the likelihood of sustained improvements.

Communication Tool Development

A clear, engaging communication plan is essential to inform eligible employees about the program. An example would be an internal email titled "Enhancing Patient Safety: Medication Error Reduction Initiative." This email should outline the program's purpose, detailed rules, performance expectations, and rewards. It would include a visually appealing infographic illustrating the goal, timelines, and recognition process. The email could be supplemented by a dedicated section on the hospital's intranet or displayed on bulletin boards within the ICU. Additionally, a short video message from leadership emphasizing the importance of patient safety and team effort can increase buy-in. Consistent updates on progress and success stories will also sustain motivation and foster a culture of continuous improvement.

Conclusion

Developing a reward and recognition program rooted in a strong motivation theoretical framework like goal-setting theory can lead to meaningful behavioral change in healthcare settings. By strategically selecting a department like the ICU and establishing clear, measurable goals such as reducing medication errors, the organization can improve patient safety outcomes. Combining diverse rewards—public acknowledgment, financial incentives, and professional development—addresses different motivational drivers. Effective communication ensures transparency, engagement, and sustained participation. Implementing such programs ultimately fosters a culture of excellence, safety, and shared accountability in healthcare organizations.

References

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